2 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. Table of Contents
Acronyms ...... 3
Program Summary and FY 2017 Achievements ...... 4
Program Activity Map ...... 7
Program Plan El Salvador Seguro Municipalities Map ...... 8
Program Highlights, Achievements, and Major Activities ...... 9 Component 1: Supporting the Government of El Salvador’s (GoES) National-Level Crime and Violence Prevention Efforts ...... 9 Component 1 - Key Results Over the Past Quarter ...... 9 Challenges – Component 1: ...... 12 Next Steps – Component 1: ...... 12 Component 2: Supporting Municipal-Led, Community-Based Crime and Violence Prevention Efforts ...... 12 Component 2 - Key Results Over the Past Quarter ...... 12 General Challenges – Component 2: ...... 22 General Next Steps – Component 2: ...... 23 Component 3: Identifying and seizing windows of opportunity in crime and violence prevention ...... 23 Component 3 - Key Results Over the Past Quarter ...... 24 Challenges – Component 3: ...... 25 Next Steps – Component 3: ...... 25 Public Private Partnerships ...... 26 Key Results Over the Past Quarter ...... 26 Next Steps - PPPs: ...... 27 FUNDAMUNI ...... 28 IMPLEMENTATION OF USAID´S DISABILITY POLICY ...... 28
Country Situation ...... 28
KEY PROGRAM CHALLENGES ...... 29
FUTURE OPPORTUNITIES - FY 2018 ...... 30
ANNEXES ...... 31
3 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. Acronyms
ADESCO Community Development Association CBO Community Based Organization MCVPO Municipal Crime and Violence Prevention Observatory CVPP Crime and Violence Prevention Project ENPV National Strategy for Violence Prevention FBO Faith Based Organization FUNDAMUNI Fundación de Apoyos a Municipios de El Salvador GoES Government of El Salvador INSAFORP Instituto Salvadoreño de Formación Empresarial MC Municipal Council MDS Municipal Crime and Violence Diagnostics MPC Municipal Prevention Committee MPP Municipal Prevention Plan NGO Non-governmental Organization PESS Plan El Salvador Seguro PPP Public Private Partnership PRE-PAZ Council of Violence Prevention and Promotion of a Culture of Peace USAID United States Agency for International Development USG United States Government MINSAL The Ministry of Health in El Salvador PNC National Civil Police
FISDL Social Investment Fund for Local Development
ISDEMU Salvadoran Institute for the Development of Women ISDEM Salvadorian Institute for Municipal Development COMURES Municipal Corporation of the Salvadorian Republic Program Summary and FY 2017 Achievements
The USAID-funded Crime and Violence Prevention Project (CVPP), implemented by Creative Associates International, is a six-year project (March 2013 – March 2019) designed to improve citizen safety in El Salvador at the community, municipal and national levels. The project supports the Government of El Salvador´s (GoES) National Strategy for Social Violence Prevention (ENPV) and Plan El Salvador Seguro (PESS), while also seeking ways to foster local ownership of crime and violence prevention efforts. CVPP currently works across the following three Basic Stats (Cumulative) program components. 525 activities Component 1: Increase GoES capacity to prevent violence and $9.67M committed crime on a national scale. 54 municipalities (28 PESS) Component 2: Support municipal-led and community-based crime 91,038 beneficiaries 32,710 people trained and violence prevention efforts. 121 Active Outreach Component 3: Rapidly seize windows of opportunity in crime and Centers violence prevention and support innovations. 18 Municipal Employment Units This report covers the period of July 1, 2017 to September 30, 2017, $4.4M in PPP investments taking into account major achievements over Fiscal Year 2017 (FY17) and cumulative program results. By end of September 2017, a total of 525 activities in 54 municipalities were ongoing or had been completed, Fast Facts of which, 14 ($916K in total value) had been awarded and two ($7,218 Contract: AID-519-C-00002 in total value) completed over the past quarter. In FY17, 97 activities Start Date: March 14, 2013 ($2.45M in total value) in 20 municipalities were awarded. To date, the End Date: March 13, 2019 program has committed 56% ($9.67M) and disbursed 42% ($7.36M) of Contract Ceiling: $39.8 M Obligated Budget: $29.8 M its activities budget ceiling of $17.4M. USAID/CVPP`s key achievements for FY17 (October 1, 2016 to Key Partners: September 30, 2017) to are summarized below: Ministry of Justice and Public Security Component 1 - FY17 Achievements: Local mayors Municipal government Developed and implemented in 22 municipalities where structures / employees USAID/CVPP has established Municipal Crime and Violence Community leaders Prevention Observatory Units (MCVPOs) the “Observatory Local NGOs Information System”, a web based platform where data on crime, Local businesses risk factors, and misconduct can be accessed; data is collected from each participating municipality and all municipalities have access.
5 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.
Survey in 6 municipalities, with 1,485 respondents, to gauge public perceptions of violence and victimization, and provide baseline data for future studies. Established Municipal Prevention Committees (MPC) in 15 municipalities that support the GoES´ implementation of the National Strategy for Violence Prevention (ENPV); trained 95 MPC beneficiaries and provided 201 MPC beneficiaries with technical assistance. Trained 42 municipal employees, community leaders, and national police officers selected by 9 beneficiary municipalities in the ENPV, through sessions on how the MPCs support the ENPV, coordination with stakeholders, encouraging volunteers, and developing annual work plans. Completed 9 Municipal Prevention Plans (MPPs), which built upon assessments conducted by the MPCs that identified risk factors and mitigation strategies. Developed branding strategies to support municipal efforts to prevent violence in 9 municipalities, which included the development of logos and a communications strategy. A manual was created to capture USAID/CVPP`s MCPVO design/implementation methodology. Component 2 - FY17 Achievements: Promoted coexistence and community cohesiveness through 61 individual infrastructure projects to rehabilitate shared spaces inaugurated in 11 municipalities, worth a total of $1,137,656 ($644,504 funded by CVPP), benefitting 36,250 people. 11 Municipal Prevention Plans established that outline how each participating municipality will contribute towards achieving locally established prevention goals. 21 outreach centers established that give an estimated 2,000 children in high-risk communities a safe space that insulates them against negative influence. Built local capacity to peacefully resolve conflicts through the establishment of 8 Mediation Centers run by a municipal employee trained in negotiation and mediation by CVPP; the Center in Ahuachapán reportedly resolved over 200 local disputes in the past FY. Established 6 FORMATE`s that build job skills for youth ages 18 to 29; 516 participants have completed one of 27 vocational courses offered in FY17 on topics, such as cooking, international cooking, information technology, air conditioning installation and repair, and electrical work. 402 youths have been Microsoft certified through the Microsoft Imagine Academies. Established 8 Municipal Employment Units, which have matched 145 at-risk youths with jobs and have trained 2,025 participants in basic workplace skills training. 1,053 school-aged youth benefitted from "Creative Pathways" training that helps youth develop life skills and healthy mechanisms for interacting with peers (332 facilitators also trained). 6 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. The number of total beneficiaries and volunteers within CVPP`s 121 active Outreach centers increased by 7,528 and 901 respectively. Established 5 new youth philharmonic orchestras, with 97 youth participants, and held 6 concerts that instilled a sense of confidence in the performers and brought communities together through music. Trained 204 women interested in helping women and children affected by domestic violence; 42 self-help groups were established that have assisted an estimated 250 women. Trained 227 "Challenge of Dreaming My Life" facilitators benefitting 229 youths. Media campaign broadened awareness of ENPV within 77 target communities; a before and after survey conducted by CVPP shows awareness increased within target communities by 29.2% percentage points between the April 2014 baseline and the August 2017 final survey.
65 infrastructure projects validated with the municipality and communities in 11 municipalities ($644,504.31 in value), with 36,250 direct beneficiaries 346 residents from 45 communities attended the “The Challenge of Transforming My Community” workshop, which taught a methodology for the transformation of community spaces in order to improve community cohesion. Four manuals were developed and published that capture CVPP´s methodologies for establishing developing and maintaining: 1) Municipal Prevention Centers, 2) Municipal Crime and Violence Prevention Observatories, 3) Outreach Centers, and 4) Municipal Employment Units. 10 PPP's were established with private sector companies, generating approximately $317,383.95 in investments. Component 3 - FY17 Achievements: Initiated YSET Pilot in Zacatecoluca, Colón y Ciudad Delgado; 375 expected beneficiaries. Completed an evaluation to guide the appropriate expansion of USAID/CVPP´s adaptation of the Cure Violence model in El Salvador. Within 3.5 months of COO approval of Contract Modification 5 on June 16, 2017, all open positions for Component 3 were filled, all new activity mechanisms and approval systems were in place, and 9 activities ($714K in value) started implementation. This was accomplished despite a concurrent changeover in CVPP`s program leadership. Kicked off Component 3´s work through a Strategy Review Session (SRS) in August 2017, which included the participation CVPP, USAID, and key program partners and stakeholders, and defined key strategic areas of intervention and actions for FY17. 7 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. Program Activity Map
USAID/CVPP has worked in 54 municipalities, 28 of which are PESS1 priority municipalities. The map below shows the municipalities supported by the program during the base (green) and option (orange) periods. Base Period municipalities are part of Phase I of the project (April 2013 – March 2016) and Option Period municipalities are part of Phase II (April 2016 to March 2018), which is currently underway.
(wai)
1PESS municipalities: Ahuachapán, Apopa, Acajutla, Ciudad Delgado, Cojutepeque, Colón, Conchagua, Cuscatansingo, Guazapa, Ilobasco, La Libertad, La Unión, Mejicanos, Nejapa, Olocuilta, Panchimalco, Quezaltepeque, Usulután, San Salvador, Sonsonate, Santa Ana, Santa Cruz Michapa, Santo Tomás,Tecoluca, Soyapango San Vicente, San Pedro Perulapán, and Zacatecoluca. 8 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. Program Plan El Salvador Seguro Municipalities Map
The map below shows the 28 PESS municipalities where USAID/CVPP has worked throughout the project, 21 of which benefitted from Component 2 activities (yellow) and 7 from Component 1 activities (green). Component 3 conducted activities in Quezaltepeque and Nejapa, which were also Component 2 municipalities. These municipalities are included in the map above, but separated out for clarity.
9 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. Program Highlights, Achievements, and Major Activities
Component 1: Supporting the Government of El Salvador’s (GoES) National- Level Crime and Violence Prevention Efforts To date, Component 1 has supported national-level GoES crime and violence prevention efforts, to include the implementation of ENPV, in 55 municipalities. A total of 35 Municipal Crime Prevention Committees (MPC) have been established, which have received technical assistance to develop 35 municipal diagnostics and 35 Municipal Prevention Plans (MPPs). The Component 1 team also established 16 and strengthened 11 Municipal Crime and Violence Prevention Observatories Units (MCVPOs), 21 of which continue to actively operate. These observatories improve municipal crime and violence prevention efforts by collecting, analyzing and disseminating relevant data. Component 1 works closely with the Ministry of Justice and Public Security´s Dirección General de Prevención de la Violencia y Cultura de Paz (PREPAZ) to achieve its objectives.
Component 1 - Key Results Over the Past Quarter Municipal Prevention Committees (MPCs) MPCs are highly participatory civic bodies made up of influential and respected community members (e.g. religious leaders, community leaders, business owners, etc.), government representatives (e.g. mayor or council members) and members of local institutions that play a role in the prevention of crime and violence. The committees are responsible for carrying out municipal diagnostics and developing MPPs. During the reporting period, USAID/CVPP continued working closely with the 15 newly established MPCs in Talnique, Turín, Caluco, Comasagua, Guazapa, San Cristobal, Santo Tomas, El Carmen, Sacacoyo, San Julian, Huizucar, Tejutla, San Rafael Cedros, Monte San Juan and Ozatlán. USAID/CVPP`s MPCs also completed six municipal diagnostics in Turin, Caluco, Talnique, San Cristobal, Comasagua, and Guazapa. The diagnostics used 13 risk factors to map municipal-level drivers of youth violence, and will serve as a guide for developing strategic and evidence-based interventions, which will be incorporated into the MPPs that will be completed by December 2017.
With the guidance of USAID/CVPP, and close collaboration with municipal government and community stakeholders, eight MPCs started implementing their MPPs in Sacacoyo, San Julian, Santo Tomas, San Rafael Cedros, Ozatlán, Tejutla, Huizucar, and Monte San Juan. These plans outline the agreed upon activities that each beneficiary municipality will fund and implement in order to achieve locally- established prevention goals and directly support the ENPV through fostering local ownership of 10 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. community-driven crime and violence prevention strategies. The aforementioned eight municipalities also started drafting their Annual Operating Plans, which are year-long long MPPs, focusing on short- term impacts. Other results over the past quarter include:
On August 31st, 54 people (61% male; 39% female) from the Municipality of Santo Tomás participated in the regional "Prevention of Juvenile Violence" forum organized by the MPC. 58 members of Monte San Juan’s MPC (76% male; 24% female) were trained by the Salvadorian Demographic Association (PROFAMILIA) on masculine norms and self-care and by the Salvadoran Institute for Women (ISDEMU) on the Special Comprehensive Law Against domestic violence. In July 2017, Monte San Juan’s MPC participated in the "Festival for Coexistence and Peace” in the neighboring municipality of El Rosario, and benefitted from exchanging best practices. In July 2017, 80 youth from Huizucar’s educational centers in San Juan Buena Vista and Nuevo Amanecer participated in seminars that promoted values delivered by National Civil Police (in Spanish PNC), in coordination with the evangelical movement "Piedras Vivas". This activity was part of the MPP that USAID/CVPP helped the Municipality develop. In September 2017, Tejutla´s MPC provided logistical support to the municipal Recreational Sports Festival, attended by 228 youth soccer players and spectators (60% male; 40% female). The event promoted coexistence through leveraging a common interest in sports. Municipal Crime and Violence Prevention Observatories Units (MCVPOs) The MCVPOs established or strengthened by USAID/CVPP, serve as a central clearinghouse for data on crime, risk factors, and misconduct. Over the past quarter, the Component 1 team continued to build the capacity of the 19 active MCVPOs. Four MCVPOs began receiving technical support during Option Period (Olocuilta, Apopa, Mejicanos and Colón). Cuscatancingo and Metropolitan MCVPO did not report any activity, therefore have not received any additional assistance.
USAID/CVPP MCVPO´s Created(10)
Strengthened(11)
Sa nta Ana Ahuachapán
Apopa Se nsuntepeque
So nzacate Ciudad Delgado Colón Mejicanos Sa n Sa lvador Cojutepeque Metropolitan
Sa n Vicente So nsonate Pa nchimalco Olocuilta La Libertad
Za catecoluca Usulután La Unión
Concepción Ba tres Conchagua 11 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. An analysis of data collected from the MCVPOs has yielded 59 recommendations that aim to improve citizen security at the municipal level in partnership with the National Civilian Police, the Attorney General’s Office, the Salvadoran Institute for the Development of Women (Spanish: ISDEMU), the Ministry of Health and other municipal stakeholders. Some of the most significant findings include:
Municipalities should have municipal and state funds (FODES) for violence prevention activities. Prevention actions carried out within the framework of the PESS (in PESS municipalities) have a greater chance of success, since local institutions have the resources to implement them. Municipalities should review their policies for authorizing permits for the sale of alcoholic beverages; locations where alcohol is consumed present risk factors associated with crimes. There is a need for greater controls and internal and external oversight of the security work of the National Civil Police (in Spanish PNC) and Armed Forces to prevent human rights violations.
In September 2017, a statistical analysis was conducted using information stored in the Observatory Information System database. The analysis was shared with Component 3 to help guide the team´s work and assist them with identifying target municipalities (see chart 1 below for aggregated data).
A list of 25 critical municipalities was created based on the number of murders that occurred in the first half of 2017; San Salvador was at the top of the list with 131 homicides. The list also includes the municipalities with the highest homicide rates. 42.2% of the 1,776 homicides in El Salvador in the first half of 2017 occurred in these critical municipalities. Component 3 will focus on communities in municipalities with the highest murder rates.
Chart I. This chart summarizes the number of homicides per Municipality and average homicide rate per 100,000 habitants from 2014- 2016 and the first semester of 2017. The data came from the Observatory Information System established by USAID/CVPP. 12 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. Challenges – Component 1: Implementing the MPPs in many Municipalities has been challenging due to the lack of leadership within the Municipal Councils. The team works to mitigate this challenge through proactive follow up and frequent communication. Another main challenge for Component 1 in FY17 is the sustainability of Observatories, which could be integrated to national prevention systems, coordinated among the existing units, or expanded.
Next Steps – Component 1: Prepare, deliver, and launch all the remaining MPPs that are under development by December 2017, and help municipalities prepare annual operating plans for 2018. Start the component closeout process, send closeout letters to partner municipal councils, and inform the MPCs. Design a sustainability plan for Observatories, through and evaluation and coordination meetings with Vice-ministry of Prevention.
Component 2: Supporting Municipal-Led, Community-Based Crime and Violence Prevention Efforts To date, Component 2 has completed 525 activities in 20 municipalities (12 in Base Period and 8 in Option period) to reduce the likelihood that youth will join gangs, commit crimes or become involved in violent activities. USAID/CVPP has defined six strategies or lines of interventions that guide Component 2´s work in support of this goal: 1. Creating conditions for sustainability 2. Developing youth values and identities 3. My second home: Outreach Centers (OC) 4. Strengthening vocational skills and employment opportunities 5. Situational prevention 6. Strengthening communications and use of media.
Component 2 - Key Results Over the Past Quarter Strategy 1 - Creating conditions for sustainability (Sub-Activity 2.1.2) Over the past quarter, activities under this strategy have contributed towards the sustainability of USAID/CVPP`s work by strengthening the capacity of existing municipal and community-based resources that achieve local prevention goals, such as the Community Development Associations (ADESCOs), Municipal Centers for Mediation, and community mentors. The team also continued providing technical assistance to its Municipal Prevention Committees (MPCs), which are similar to the MPCs established under Component 1 in structure and function, but located in different communities 13 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. and with an emphasis on rapidly creating prevention plans with activities that both the Municipality and Component 2 can fund.
USAID/CVPP has strengthened the capacity of the municipal operators assigned to the Municipal Units of Gender-Women, Children, Adolescents and Youth to contribute to the coordination of municipal prevention efforts. These efforts have included the development of work plans for 2018 that include actions that will strengthen the Unit, promote its objectives and increase public awareness of the its mission among target demographics. A range of public outreach initiatives are also underway, to include visits to communities and informational events (e.g. fairs). Work on a Position Description Manual also started with a workshop where the METAPLAN technique was used to create a job description for each position. This will be finalized in the following quarter.
Technical assistance has continued to the 8 Municipal Centers for Mediation (MCM) established by USAID/CVPP to peacefully resolve inter-personal and community conflicts in Ciudad Delgado, Santa Cruz Michapa, Apopa, Mejicanos, Olocuilta, Zacatecoluca, Colón and Ahuachapán. In September 2017, 29 mediators completed an accredited course, and are now certified to start resolving conflicts on behalf of the MCMs (CVPP 0430). This new prevention tool will help prevent small local disputes from triggering acts of violence. In the words of one training participant:
“Today is the day when our work becomes official, where, as a municipality we become active participants and protagonists of solutions, instead of mere spectator; because mediation will open a window of opportunity for a culture of peace.” 29 accredited mediators will now begin resolving - Flor Cerpas, Coordinador, Zacatecoluca MCM conflicts through dialogue on behalf of their MCMs
Efforts to position USAID/CVPP´s MPCs as the primary actors for violence prevention began in the municipalities of Ahuachapán, Zacatecoluca, Apopa, Ciudad Delgado and Santa Cruz Michapa. The MPCs have planned and implemented multiple high-profile activities, such as community fairs to spread awareness and promote coexistence, municipal sports leagues to bridge the divides established by violence, and cinema events to instill values. Since the MPCs, Mejicanos, Olocuilta and Colon had not submitted the requested proposal on time; therefore, it is highly unlikely that their projects will be funded due to the impending closeout of Component 2 in March 2018. As another step to ensure the sustainability of the MPCs, the team has worked with each center to help them determine what maintenance work or upgrades are needed for the workspaces they have been allocated, and to ensure that all requirements are included in the municipal budget. 14 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. The USAID/CVPP community mentorship program seeks to build the capacity of volunteers to act as mediators, mentors and protectors for local youth (e.g. OC beneficiaries) and restore the social fabric within communities torn apart by violence. To date, 261 mentors (49% male; 51 female) have been trained in 45 target communities (5 mentors per community) located within 8 municipalities. The mentors will begin taking on protégées over the next two quarters. Once this phase begins, each mentor will have 5 protégés, totaling approximately 1,125 protected youth that will receive advice and accompaniment of the mentors. In the words of Last training session for mentors in Ahuachapán a participant in the last training session for mentors in Ahuachapán (CVPP 0448) held in September 2017:
“This program can have great impact. It can help its beneficiaries in developing greater self-esteem, creating a life plan, learning to count on the support of someone (especially since in many cases they don`t have that support in their homes), and above all, in creating good people for the future. This is done by allowing them to see that it is possible to overcome their situation and that they actually have the option to make positive decisions in their life for the sake of their future and the people that surround them.” - Carlos Valiente, Outreach Center La Ivu, Ahuachapán
Challenges – Strategy 1: Most municipal workers have a heavy workload and dedicate little time to capacity building, limiting their participation in the different workshops. Pre-election activities have also slowed down the progress on deliverables from the municipalities. Municipal employees should separate their roles as a public official and political party activist. To maximize training attendance rates, the team has learned that it is necessary to maintain constant communication with volunteers that start showing signs of demotivation. Also, attendance is more regular when the training site is near the homes of the participants, as security issues, costs and time, associated with travel are all barriers to participation.
Next Steps – Strategy 1: Mentor graduations, follow up on mentoring practices, hold the National Meeting of Mentors, and deliver materials for mentoring practices. Continue providing technical assistance to the MPCs, with a special focus on initiatives that support their sustainability. Continue providing support to the Municipal Units of Gender-Women, Children, Adolescents and Youth, and finalize the position descriptions manual currently underway.
Strategy 2 - Developing youth values and identity (Sub-Activity 2.1.3) Activities under this strategy promote individual, social, and family values and identity through the collective practice of music, sports activities, the promotion of self-respect, helping youth develop life plans, strengthening social cohesion, and the creation of youth clubs. 15 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. In Quarter 4, USAID/CVPP began implementation on the Program for the Prevention of Violence Against Women, Children, Adolescents and Youth, which seeks to strengthen the capacity of women to influence decision-making processes within their families. Community self-help groups were also established to encourage a reduction in intra-familiar violence and mitigate the effects of trauma associated with domestic abuse. Over the past three months, 250 female beneficiaries and 204 facilitators were trained and 42 community self-help groups were formed. Locally-based Municipal Health Units, MPCs and Municipal Operations have generally supported the program, and may become more involved over time.
USAID/CVPP’s "The Challenge of Dreaming My Life" workshops help at-risk youth construct life plans, incentivizing them to establish and achieve the short, medium and long-term goals. In Quarter 4, 227 facilitators (50 percent male; 50 percent female) were trained to deliver the workshop, which has benefitted 229 youth participants, thus far (42 percent male; 58 percent female). In order to ensure the success of the workshop, the team worked hard to gain “buy in” from local GoES authorities, the MPCs, and OCs in target communities, as well as to ensure careful coordination with municipal field and social promotion officers. These efforts were rewarded through support from the MPCs in training the facilitator team and the commitment of the majority of municipal operators to implement the tool.
The ‘Creative Pathways Methodology’ teaches youth life skills and resilience in contexts where value systems are vulnerable. During this reporting period, various administrative and operational actions have been carried out, including the execution and completion of a 40-day theoretical, and practical training sessions for 214 Municipal and Community Facilitators from the eight Option Period municipalities (54 percent male; 46 percent female). A total of 1,053 youth (51% male; 49% female) have benefitted from this tool. The willingness of the MPC coordinators and the municipal facilitators to promote the development of the tool has played an important role in its successful implementation.
The “Values Through Sports” methodology helps municipal sports units and community sports organizers to encourage values, such as tolerance, and to use sports as a means of helping youth set achievable objectives and goals. During the reporting period, eight municipal assessments focused on 45 communities were conducted to map out existing sports-related infrastructure (e.g. schools, training camps, leagues) and resources (e.g. equipment and coaches), with the end-goal of determining how the “Values Through Sports” initiative can maximize its impact. Thus far, 152 facilitators (89 percent male; 11 percent female) have been identified, and will begin delivering trainings over the following quarter. This initiative has broadly been supported by beneficiary communities, but more work needs to be done in securing the participation of the Municipal Sports Units.
USAID/CVPP’s 15 Youth Philharmonic Orchestras and two string ensembles bring local youth and communities together through the collective practice of music. During this reporting period, the team established four additional Youth Philharmonic Orchestras in Ahuachapán, Colón, Olocuilta and Zacatecoluca. The facilities have been set up, the salaries of the music teachers have been paid, 291 16 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. youth have registered in Ahuachapán (169), Olocuilta (62), and Colón (60), and classes have already started in Olocuilta and Colón. The Philharmonic Orchestra in Zacatecoluca was inaugurated on September 27 and is about to initiate its official promotion and registration process.
In order to encourage high-levels of participation from local youth in the newly established youth philharmonic orchestras, the philharmonic directors from Zacatecoluca (CVPP 0485), Colón (CVPP 0483) and Olocuilta (CVPP 0484) held a series of performances in 15 schools and 6 OCs, which prompted 235 students to register as apprentice musicians. This strategy draws upon USAID/CVPP`s best practices, which promote recruitment trips to schools, especially those located next Philharmonic Directors hold a concert to Encourage Youth to Participate to OCs, as well as radio advertisements.
USAID/CVPP’s Youth Clubs prevent violence through activities that create and reinforce positive identities for participating youth. These clubs are co-located in USAID/CVPP`s Outreach Centers. In Quarter 4, USAID/CVPP further developed 88 Youth Clubs that had been established during the previous quarter in 44 communities (two Youth Clubs per community) in Ahuachapán, Apopa, Colón, Ciudad Delgado, Mejicanos, Olocuilta, Santa Cruz Michapa and Zacatecoluca. The team has worked closely with the clubs to develop work plans, equipment/supplies lists and budgets. Follow up site visits have also been conducted. The clubs will eventually offer programs, such as modern dance, cinematography, climbing, photography, mural art and cycling. A total of 1,038 young beneficiaries (63 percent male; 37 percent female) have joined the youth clubs, with an average of 11 members per club.
Challenges – Strategy 2: For the “Creative Pathways Methodology”, it was hard to find volunteer candidates that fit the required profile and many were resistant to travel. It has been difficult to secure the participation of Municipal Sports Unit staff in the “Values Through Sports” initiative.
Next Steps – Strategy 2: Equip youth clubs, conduct sustainability workshops, and support community and municipal festivals. Hire music teachers for the Philharmonic Orchestra of Apopa, start music classes in Ahuachapán, Apopa and Zacatecoluca, and provide technical assistance to the five Phase II philharmonic orchestras.
Strategy 3 - My Second Home, Outreach Centers (Sub-Activity 2.1.4) OCs keep local youth off the streets and promote the positive use of free time. They offer beneficiaries a wide range of amenities, such as computer labs, game rooms, playgrounds, gym equipment and classrooms. OC activities include sports clubs, youth clubs, afterschool classes, arts and crafts, values workshops, Challenge of Dreaming My Life workshops, and Creative Pathways workshops. To date, 17 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. USAID/CVPP has established 124 OCs (79 base period and 46 option period), of which 121 are active, 2 have closed, and one is temporarily inactive (OC Paleca in Ciudad Delgado). An interactive map showing the OC locations can be found here: http://maps.sismonprev.com/
The active OCs are currently run by 121 coordinators (55 percent male; 45 percent female) and 1,618 volunteers (63 percent male; 37 percent female). To date, 28,398 beneficiaries enrolled in the OCs is (56 percent male; 44 percent female). Over the past quarter, 948 beneficiaries (50 percent male; 50 percent female) and 901 volunteers (61 percent male; 39 percent female) were added.
Some OC activities over the past quarter include:
19 coordinators from Apopa, Ciudad Delgado and Soyapango participated in the "Experiential Education on Values" held on July 13th, to test the methodology developed to promote strong values (e.g. tolerance and honesty) in USAID/CVPPs Outreach Centers. The curriculum was created by FUNIPRI and funded by UNICOMER. It consists of 24 volumes, which enable participates to learn one value per month over a two-year timeline. OC "Por mi Barrio", Algodón, was inaugurated on July 25th in Ciudad Delgado. This OC was financed by Price Filantrophies with a financial contribution of $ 29,950.00 through FUNDAMUNI. This OC has the possibility of benefiting at least 500 youth directly, 1,500 people indirectly and geographically covering 14 neighboring communities. This is the 7th OC that is
implemented in the municipality. US Ambassador in the OC Algodón’s inauguration The OC "Por mi” Barrio Balastrera (Acajutla) supports continuing education for community members by offering courses up to general baccalaureate in coordination with MINED. OCs support Pre-Paz crime and violence prevention initiatives: OCs in El Jaguey and La Metaza, Conchagua, opened their doors so that a “Strong Families” Workshop led by Pre-Paz, a GoES organization, could take place. The workshop sought to strengthen family ties, covering topics such as the pressures parenting, parent’s love and limits and the importance of helping others. In total, 85 OC beneficiary family members graduated from the course over eight weeks. This demonstrates how the Outreach Centers can effectively serve as platform for other initiatives that that support a reduction in crime and violence. Four members of Honduras Foundation (FUNADEH) visited El Salvador to learn about USAID/CVPP`s OC Model. They visited Zacatecoluca’s new FÓRMATE center and Youth Philharmonic Orchestra, as well as Anabellas and Milan`s OCs in Ilobasco. The visitors were impressed with the highly collaborative and holistic ecosystem in which USAID/CVPP OCs 18 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. operate, which relies on participation from the ADESCOS, municipalities, and private sector, as well as coordinators, volunteers, community leaders and local organizations. FUNADEH is planning on using many of the best practices and lessons learned from USAID/CVPP`s OC model to improve its model in Honduras.
OC "Semáforo" Analysis - Sep-2017 The team conducts monthly “Semáforo” or “traffic light” analyses to rate each OC as either “very good”, 3% “good”, “deficient”, or “very deficient”, based upon six 15% factors: Very Good Good 45% 1. Support from the municipality Deficient 2. Support of the ADESCOs Very Deficient 3. Support from faith-based organizations (FBO) 37% 4. The capacity of the OC coordinator 5. The capacity of the volunteers 6. External factors affecting operations The 121 active OCs of the base and optional period are classified as follows, according to the 6 criteria established for their analysis: 82 percent of the OC are either Very good/stable (56; 45 percent), or good or fairly stable (46; 37percent). This indicates that in general, USAID/CVPP`s OCs have strong municipal support, engaged ADESCOs, FBOs that promote values; Coordinators have been trained and managed effectively, 10 volunteers have been engaged, with only a few negative external factors (e.g. violent incidents). The OC’s in “Very good or stable conditions” have gone up 12 percent compared to last quarter’s results (June 2017).
Challenges – Strategy 3: At times, ADESCOs or authoritarian community partners attempt to appropriate or exert a disproportional level of control over an OC, which detracts from its neutrality. In order to mitigate against this phenomenon, efforts continue to promote the creation of OC Support Committees, which will equalize the distribution of power amongst multiple stakeholders, thereby preventing a single member from exercising control. The reactivation and strengthening of the OC Network through financial support from USAID and/or the private sector, would also counter this risk. In Mejicanos, OC "Por mi Barrio" Finca Argentina had to be relocated, due to increased risks associated with its previous placement.
Next Steps – Strategy 3: Follow up with OC partners on the support committees. Provide monthly technical assistance to each municipality. Open an OC in Las Maderas, La Unión, using funds raised in the Nuevos Runners race. Train coordinators and volunteers in the "Experiential Education in Values” workshop developed for the OCs by FUNIPRI and financed by UNICOMER. 19 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. Strategy 4 – Strengthening of Vocational Skills and Employment Opportunities (2.1.5) Activities under this strategy promote partnerships that support job training activities and the development of micro-entrepreneurship and employment opportunities. Strategy 4`s ultimate objective is to improve access to gainful employment for young people in environments with high levels of unemployment, while also strengthening the municipal capabilities to link youth to jobs in the private sector.
A total of 17 Municipal Employment Units (MEU) established by USAID/CVPP continue to actively help at-risk youth enter the workforce; 10 of these MEUs were established during Base Period and 7 during the Option Period. Over the past quarter, these MEUs have given job skills training to 2,025 youths (54 percent male; 46 percent female), which has better prepared them for the job application process though mock interviews, helping them create strong CVs and sessions on body language. Additionally, the MEUs placed 145 youths in jobs (59 percent male; 41 percent female).
On September 22nd, a second career fair was held in La Libertad, Colón (CVPP 0476), in collaboration with the “Plan Colón Seguro”, USAID/CVPP, the Ministry of Labor and Prevention, and the Municipality of Colón. A total of 17 companies participated and 398 people attended (245 female; 153 male).
Over the past quarter, four of USAID/CVPP`s Municipal Vocational Training (FÓRMATE) Centers were inaugurated in the Municipalities of Ahuachapán, Olocuilta, Santa Cruz Michapa and Colón. Each of these FORMATEs have been equipped to deliver basic vocational training for at least four different specializations, such as sales, international cuisine, cosmetology, cell phone repair, plumbing and electrical repair. FORMATEs in Apopa and Zacatecoluca were also Olocuilta’s FORMATE Inauguration equipped during this period and courses are expected to begin within the next two quarters.
The team is finalizing a partnership with National Vocational Training Institute (INSAFORP) that will cover the delivery of 40 training courses in Phase I municipalities between September and November 2017, which will benefit more than 600 youths. In addition, Four Directors of Microsoft Imagine Academy (MIA) have been hired to run municipal MIAs. Each of the four beneficiary municipalities have allocated and equipped spaces where the MIAs will operate and have acquired Microsoft licenses.
Challenges – Strategy 4: The training activities to be delivered as a part of the INSAFORP alliance were delayed until the partnership was finalized. The Employment Manager who was hired and trained to manage the Mejicanos MEU was moved to another area by the Municipality, which halted the operations of the Unit while another Manager was selected. 20 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.
Next Steps – Strategy 4: The inauguration of the FORMATEs in Apopa and Zacatecoluca will take place, and 53 training courses will begin in the 6 FORMATEs in Option Period municipalities. The 7 active MEUs from the Option Period will hold business breakfasts and job fairs in each municipality.
Strategy 5 - Infrastructure for Prevention/ Situational Prevention (Sub-Activity 2.1.6) Activities under this strategy have mobilized municipalities and communities to take back and rehabilitate public areas with a goal of enhancing the community, promoting cohesion, and reducing crime. Projects have included the revitalization of shared spaces, the construction of sports facilities and steps to make infrastructure (e.g. streets and parks) safer for public use. These physical improvements increase the sense of pride and ownership within the community, which leads to a reduction in vandalism and crime. The “Challenge of Dreaming My Community” initiative, seeks to help communities conceptualize the transformation of shared spaces and infrastructure in a way that improves coexistence, decreases perceptions of insecurity, and encourages pride. The concepts are then developed and implemented in partnership with the municipal governments under the supervision of USAID/CVPP, which helps reinforce positive government-community relationships. To date 65 infrastructure project have been implemented ($644,504.31 in value) in 11 municipalities, with 36,250 direct beneficiaries. No new infrastructure projects were started over the past quarter, but planning is underway.
The map below shows the municipalities where “Challenge of Dreaming My Community” infrastructure projects have been executed during the Phase I (Base Period) and Phase II (Option Period) of the project.
In Quarter 3, 41 projects were proposed by 45 communities following the “Challenge of Dreaming My Community” workshop. Over the past quarter, USAID/CVPP requested that the municipal governments
21 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. involved in the initiative create technical plans for the 41 projects, that include objectives and a budget, in collaboration with the beneficiary community. USAID/CVPP’s Youth clubs were also involved in the design process. The technical plans must comply with 24 criteria established by USAID/CVPP, before a grant is issued. USAID/CVPP has emphasized the importance of including local youth in the activities, as well as the use of the CPTED (Crime Prevention Through Environmental Design) principles. The Component 2 team also followed up on an alliance between the USAID/CVPP and Del Sur (El Salvador´s power generation company) to support some projects with the installation of lighting and electrical networks. Del Sur is currently reviewing technical plans and conducting site visits, and is expected to choose one project in Olocuilta, Zacatecoluca and Colón to support.
Challenges – Strategy 5: The municipalities weren´t submitting technical plans with all of the required information, so the team had to follow up multiple times to ensure that the plans met the 24 established criteria. Most municipalities have demenstrated difficulty in applying the CPTED and involving youth clubs in their plans. These issues have slowed progress, but the team is making headway.
Next Steps – Strategy 5: Evaluate and finalize the technical project plans presented by the municipalities. Conduct on-site inspections. Sign grant agreements with 8 municipalities and establish project delivery and implementation timelines. Ensure that each community has a plan to safeguard the materials donated by USAID/CVPP.
Strategy 6 - Strengthening Communications and Use of Media (2.1.7) Recognizing that media plays a significant role in how violence is portrayed in at-risk communities, activities under this strategy seek to empower local actors and leverage local media outlets to broaden the impact of USAID/CVPP´s work. During this reporting period, CVPP’s Communications Coordinator along with the Communications Officer worked alongside Component 1 and 2 staff to publicize key events, such as the inauguration of OCs and FORMATEs, and official visits to the field. Strategy 6, Phase I has concluded, but staff will continue to provide technical assistance and help beneficiary municipalities in startup Phase I programs, with previously delivered equipment.
Over the past quarter, USAID/CVPP launched RedPrev (“Prevention Network” in English) initiative in San Vicente, La Union, Quezaltepeque, Cojutepeque and Ilobasco. This initiative links vulnerable youth with local radio and television stations, allowing them to reach out to listeners on a weekly basis on crime and violence prevention topics they felt were relevant to youth. These programs welcome public opinion on prevention issues, and host municipal leaders and members of MPCs for discussion. Youth-to-Youth Radio Program (CVPP 0251) 22 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. The team also worked with two radio stations to secure a weekly spot for youth-to-youth radio programs (CVPP 0251). The content continues to be developed and delivered by youth beneficiaries of USAID/CVPP outreach centers. In the recent words of a program participant in Usulután:
"It has helped us personally, since we have learned to express ourselves better in the media, and every Monday we are able to reach the homes of young people who listen to us and identify with the topics we discuss, such as values and self-esteem" - Estefani Mejia, youth-to-youth program participant
Events covered and publicized under Strategy 6 include:
The inauguration of OC #165 in Ciudad Delgado, with Ambassador Jean Manes The opening of three FORMATE centers in Colón, Santa Cruz Michapa and Zacatecoluca. USAID Mission Director Peter Natiello’s visit to OC Lourdes in Colón. USAID Mission Director Peter Natiello’s visit to USAID/CVPP`s social media presence: USAID/CVPP OC Lourdes in Colón
Facebook page: +9K followers with an average reach per publication of 3 thousand people. Twitter page: 640 followers with an average of 10 interactions per publication. Instagram Page: 196 followers.
Next Steps – Strategy 6: Formally close Strategy 6, Phase I and startup Phase II. Increase the project´s social media presence by 10% and develop a communication strategy for the closure of Components 1 and 2, as well as the ramping up of Component 3.
General Challenges – Component 2: Ensure the sustainability of the prevention platform that has been created (e.g. OCs, FORMATEs, Youth Philharmonic Orchestras), verifying the transfer of knowledge, lessons learned, and methodologies to the Municipalities and local partners. Create sustainable strategies to establish Public-Private Partnerships for prevention, at a municipal and community level, and with Civil Society Organizations (CSO). Strengthen the capacity of local CSOs that have been CVPP partners (e.g. Fundamuni, Bambu, CESAL, IRIS) to provide technical assistance to municipalities and fundraise for other initiatives. With municipal elections in March 2018, CVPP must assure the consolidation of prevention plans, to ensure the sustainability of the activities in the case of changes in leadership. 23 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. General Next Steps – Component 2: Prepare a closeout plan for Component 2 that includes:
Sustainability analysis of all Component 2 prevention platforms. Steps for closing out and supporting sustainability activities for OCs, Youth Philharmonic Orchestras, FORMATEs, as we as capacity building in fundraising for stakeholders, so alternative streams of funding can be obtained for new activities. Capacity building for local CSOs aimed at transferring knowledge from CVPP, related to key prevention methodologies.
Other: Systematization and dissemination of CVPP best practices (2.1.9) In Quarter 3, the methodologies behind the following five key USAID/CVPP-sponsored initiatives were captured in manuals designed to give any reader all the information required to implement them: Municipal Crime and Violence Observatories (Component 1) Outreach Centers (Component 2) Municipal Vocational Training Centers (Component 2), Municipal Youth Employment Units (Component 2) Municipal Prevention Centers (Component 2) Ultimately, these systematizations will standardize the implementation process and will help GoES and other potential users, should they wish to implement these tools.
Component 3: Identifying and seizing windows of opportunity in crime and violence prevention Component 3 is currently piloting the Cure Violence2 public health approach toward crime violence reduction in eight (8) communities,3 the Quezaltepeque and Nejapa municipalities (Feb 2016 to Aug 2017). A total of 400 mediations have been conducted since February 2016. Following the pilot period, the approach will be adapted to better suit the needs of the local context and expand to additional at- risk communities. The team has also piloted the Youth Services Eligibility Tool (YSET) in the Cojutepeque Municipality. Following 1,040 interviews (conducted to date), 116 eligible youths have been given access to counseling services designed to build resilience and reduce the likelihood that they will pursue criminal activities.
2 Cure Violence model relies on identifying and detecting people or situations that can cause violence in the community; interrupting, intervening and reducing risk factors that might generate the greatest incidences of violence; and changing behaviors and norms through community activities that promote the coexistence.
3 Three Nejapa communities (Calle antigua a Nejapa Sector 3, El Jabalí 1 and El Jabalí 2) and five Quezaltepeque communities (Aquino, Lupita, Las Mandarinas, San Antonio, and Castillo).
24 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. Component 3 - Key Results Over the Past Quarter Assessment shows that USAID/CVPP´s Cure Violence Pilot was effective and replicable (CVPP 0513): A report detailing the results of an assessment of USAID/CVPP´s Cure Violence Pilot (AKA “Seamos Uno”) in Nejapa and Quezaltepeque was completed during the last quarter, which included data collected through 81 surveys and 6 focus groups. Once of the most significant findings was that 71.7 percent of community members attribute positive changes in the behavior of gangs and reduction in acts of violence to “Seamos Uno.” Encouraging the inclusion of gang members as stakeholders in project activities was specifically flagged as an effective strategy for mitigating crime and violence, because this practice modifies the behavior of gangs through giving them a stake in the community. Community mediators were also found to be effective in facilitating community cohesion. Overall, the evaluators determined that USAID/CVPP´s adaptation of the Cure Violence model was impactful, replicable and rapidly scalable. However, they advised that the key to success will be selecting partners that are influential and well established within newly targeted communities. Public Spaces recovered as a result of a campaign developed using the Cure Violence model (CVPP-G-0333): USAID/CVPP`s Public Education and Space Recovery Campaign aims to change the behaviors and norms of communities in Quezaltepe and Nejapa by promoting peace and coexistence through the recovery of highly visible public spaces. Thus far, approximately 15 murals have been painted and 3 public spaces have been renewed. For example, in Nejapa, a space in front of a school where gangs used to sell and consume drugs was recovered through community negotiations with the gang. Another park in Quezaltepe was recovered through a similar approach. Murals painted in Nejapa Before After
YSET’s new digital format training supports expansion into new municipalities: (CVPP- 0515/0516): In order to support the expansion of the YSET model to Colón, Zacatecoluca and Ciudad Delgado, USAID/CVPP developed a training on how apply the YSET using a new digital format specifically designed for tablets. The workshop was held on September 14th for 43 25 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. participants from FUNPRES (23), FUSALMO (10), ERAK Consultants (5) and CVPP Staff. The digital format will transmit data to a database, which will facilitate the tracking of information and allow for more complex analyses. ERAK consultants are administering the database, and overseeing the analysis and systemization processes. Gangs and Electoral Violence in El Salvador Assessment (STTA001): From August 13-31, 2017, Creative Associates International (Creative) conducted a Gangs and Electoral Violence in El Salvador (GEVES) assessment. The assessment enabled the establishment of a diagnostic framework to profile and forecast electoral violence as perpetrated by organized gangs. Electoral Violence expert Jeff Fischer and gang expert Jose Miguel Cruz made a presentation of their findings to USAID-ES before departing, and the final report has been submitted. STTA to support the development of Parque Cuscatlán (STTA003): On September 5, a Consultant funded by USAID/CVPP started reviewing the technical specification, plans and drawings developed by Glasswing for the revitalization of Parque Cuscatlán. The park is an important and historical public space, but is currently in poor conditions and serves as a center for criminal activity. The consultant's review is ensuring full compliance with GoES and Municipal rules and regulations, as well as rapid progression through the municipal permit process.
Challenges – Component 3: Uncertainty of whether or not the component was going to receive additional funding limited the Component´s activities during quarter three. Once Contract Modification 5 was approved by USAID on June 16, 2017, which included an additional funds obligation, the team was able to move forward on developing and implementing new initiatives. However, it has taken some time to fully staff the team.
Creative was able to fill all five open positions over the past quarter and the Component 3 Team Lead is expected to arrive in October 2017. Once the new team members are fully up to speed and the team leader is in place, the pace of activity development and implementation should increase exponentially.
Creative has been working on defining a strategy to include the police in the prevention efforts, in coordination with USAID implementing partner, Checchi, and hopes to determine a way forward, also in collaboration with USAID over the next quarter.
Even though USAID/CVPP does not have a history of working in San Salvador, CVPP must respond effectively to the growing interest of focusing in the capital, leading activities in the recuperation of Parque Cuscatlán, Historic District and San Jacinto Park.
Next Steps – Component 3: Over the next quarter, Component 3 will continue to ramp-up efforts to identify and seize windows of opportunity in crime and violence prevention, as well as support innovations. The release of an annual 26 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. program statement, is expected to attract a range of ideas, which can be rapidly developed into activities. In addition, the team will work with Progressive Firm LLC to explore how the Los Angeles Violence Interruption Model could be applied in El Salvador (STTA-04). This activity covers an assessment that will be conducted by four technical experts, focused on Tutunichapa, Zacatecoluca, or Colón, as well as a report with key findings and recommendations. An effort will also be made to explore opportunities to partner with Jamie Zablah, and support his important work with tertiary prevention. The team will also explore opportunities to support the revitalization of Parque Cuscatlán. In order to provide baseline information for this work, Voluntarios Construyendo El Salvador (TECHO El Salvador) will conduct a series of assessments, which will enable USAID/CVPP to better tailor interventions to be effective within the local context (CVPP-0519).
Other notable initiatives include:
Implementing a grant to the World Food Program/El Salvador that will improve the income potential of 30 young returnees through a culinary education program (CVPP-0520). Developing a digital database for YSET data, which will improve USAID/CVPP´s ability to access and aggregate data for analysis, as well as monitoring and evaluation purposes. Expanding the YSET and Family Counseling Model, beyond the pilot, to other municipalities and key areas, such as detention facilities and perhaps within the 8 municipalities targeted under Phase II of Component 2.
Public Private Partnerships To date a total of 30 Public, Private, Partnerships (PPPs), worth an estimated total of $4, 370,952.90 have been established. In FY 2017, PPP's were established with 10 private sector companies, generating approximately $317,383.95 in investments. These partnerships help to ensure the project’s sustainability through securing additional funding streams that support USAID/CVPP`s objectives, as well as encouraging local ownership.
Over the past quarter, one alliance for $12,000 was signed with “Universidad Tecnológica,” which will help build the capacity of USAID/CVPP`s MEU coordinators and their clients. Part of the funding will be dedicated to improving the job placement skills of 18 MEU coordinators. The remaining funds will cover a customer service vocational workshop pilot for approximately 20 MEU clients from Colón, beginning in November 2017 to January 2018, which, if successful, may be replicated in other municipalities.
Key Results Over the Past Quarter From beneficiaries to entrepreneurs: the success a PPP with Re-Tire: Two beneficiaries from a Re-Tire workshop in Nejapa, started their own business after learning how to create crafts from discarded tires to transform and use them to reclaim community spaces. They’ve sold nearly 31 27 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. different items, such as planters, swings, decorative birds for approximately $6.50 each, and have employed three at-risk local youth (18-25 years old). This work “keeps the youth off the streets and gives them an opportunity to work by teaching them to use tire waste to transform their communities.”
The training activity referenced above was implemented through an alliance with Re-Tire (worth $38,450) established in April 2017, which sought to train a total of 140 facilitators from 10 municipalities (Quezaltepeque, Nejapa, Zacatecoluca, Colón, Ahuachapán, Santa Cruz Michapa, Olocuilta, Mejicanos, Apopa, Ciudad Planters created by Re-Tire workshop entrepreneurs Delgado). The Component 2 (Strategy 5) team was closely involved in the implementation. To date, 109 facilitators from 6 municipalities have been trained, 50 of which attended workshops held over the past quarter. The facilitators are cascading the skills they learned within USAID/CVPP target municipalities, in coordination with OC staff. 80 people from 2 OCs in Apopa trained in peaceful coexistence and conflict resolution: This alliance worth $10,000 with Fundación la niñez primero (FUNIPRI) was established in March 2017 to train coordinators and beneficiaries from Tikales and Apopa OCs on the development of personal relationships, peaceful coexistence and the reduction of aggressive behavior. FUNIPRI is delivering the training over nine months, using a mobile “playroom” that makes weekly visits to the OCs and employs fun and entertaining methodologies to transmit concepts. To date, 128 people have received training and 35 workshops have been completed. Over the past quarter, 20 OC volunteers and 60 beneficiaries were trained. The last workshop is scheduled for November 27, 2017.
Next Steps - PPPs: Over the next quarter, USAID/CVPP will continue to identify links between MPPs and private sector business corporate social responsibility (CSR) plans. Follow up with companies and foundations that have expressed interest in exploring partnerships with USAID/CVPP, such as Banco Agrícola, Comercial, Teleperformance, Grupo GD, Industrias La Constancia, Ransa, Fundación Seen Art, Sykes, Hanes, Fundacion Borja and Museo Tin Marín. Monitor the implementation of the workshops funded through the recent alliance formed with Universidad Tecnológica. 28 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. FUNDAMUNI CVPP has been strengthening the technical and administrative capacities of the Foundation for Support to Municipalities of El Salvador (FUNDAMUNI) by transferring its violence prevention methodology, so that by the end of the project, the organization is certified and capable of managing the funds of the United States Government directly. This has been done through embedding FUNDAMUNI staff within the components 1 and 2 teams. FUNDAMUNI staff has truly become integrated with the Creative team and have provided support under all activities carried under components 1 and 2 of the project.
IMPLEMENTATION OF USAID´S DISABILITY POLICY
Creative´s HR policies and procedures specifically prohibit discrimination against people with disabilities. Creative also works to ensure the inclusion of people with disabilities in USAID/CVPP`s programs and activities. The OCs provide services to at-risk youth with a range of disabilities, both physical and intellectual. For instance, a young girl from San Juan de Dios Olocuilta, with an intellectual disability, regularly attends the local OC´s literacy workshops and dance classes. Over time, she has become a part of the outreach center’s family, and volunteers her time to help clean the facility. Olocuilta’s MPC works closely with Jonathan plays the clarinet in Colón’s Youth Philharmonic the local Disabilities Unit established by the Mayor when planning and implementing prevention activities. A Mentor from Ahuachapán with a moderate intellectual disability helps vulnerable youth develop life plans that lead them away from a life of violence. In addition, USAID/CVPP`s Youth Philharmonic Orchestras have three student musicians with disabilities, two of whom are in wheel chairs. As is evidenced by the examples provided above, we constantly seek out opportunities to integrate persons with disabilities into our initiatives and activities, because these efforts serve to enrich our work and promote our values. Country Situation
El Salvador is still undergoing a national epidemic of violence. While the homicide rate dropped between January and August 2017, there was a sharp increase in September 2017, with some sources citing as many as 435 murders,4 making it the most violent month of the year. Confrontations between the National Police (PNC) and local gangs continue, resulting in high number of casualties on both sides.
4https://www.insightcrime.org/news/analysis/violence-el-salvador-rise-despite-extraordinary-anti-gang-measures/ 29 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. In order to step up national efforts to enforce rule of law, the Attorney General of the Republic began implementing a plan called “Golpe al Crimen,”5 aimed at dismantling Barrio 18 and MS 13. In support of this plan, a large number of arrest warrants were issued over the last quarter, reaching a peak in July 2017, when 1,112 were ordered in one week.
The Mayoral and Parliamentary Elections that will take place in early 2018, will continue to refocus the priorities of many municipal governments, causing the coordinators of the MPCs and some members of the Municipal Councils to focus more on the future elections than on following-up with the Municipal Plans of Prevention (MPP). Conflicts driven by political polarization and differing partisan views have also exacerbated the pre-election period. KEY PROGRAM CHALLENGES
The CVPP team successfully overcame challenges associated with a change in leadership, an office move, and a strategy shift, all having occurred between August and October 2017. A new COP is now in place, the team has adapted to all changes, and the program is functioning effectively. Two promising candidates for DCOP have been identified, and CVPP expects to have the position filled by the end of December 2017. Starting in November 2017, CVPP will begin making staffing reductions in anticipation of the closure of components 1 (March 2018) and 2 (June 2018). CVPP leadership will ensure that the process is carried out as smoothly as possible, and will look for opportunities to place staff members, affected by the restructuring, within other programs in El Salvador. GoES’ restriction on providing funds directed to ex-gang members make it difficult for the program to effectively reach this potential beneficiary group. In order to outline a clear path forward, CVPP will work with USAID to define a clear scope for the Program´s work in tertiary prevention, which complies with local law. Identify organizations willing to start working with the National Police at the community level and ensuring the development of risk mitigation strategies, which will protect the staff and volunteers of our selected partners. GoES regulations covering the upcoming March 4th elections will restrict CVPP`s ability to implement certain types of activities. Most notably: no public acts, such as, inaugurations, can be conducted during the month preceding the elections. In addition, no changes can be made to the established municipal budgets from November 1, 2017 to April 30, 2018, so CVPP will not be able to seek municipal co-funding for new activities during that time.
5http://www.fiscalia.gob.sv/plan-golpe-al-crimen-contabiliza-1112-ordenes-captura-estructuras-criminales-pais/ 30 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. There is a small risk that CVPP´s activities could be politicized during the electoral campaign period. Staff members are monitoring this risk and will take mitigation measures, if necessary. In municipalities where the current incumbent loses, following the elections, CVPP will have to build new relationships and may experience challenges in the handover of certain activities, such as the outreach centers, or obtaining support for new/planned activities. Ensure the sustainability of certain activities following the closure of components 1 and 2, while also ensuring the smooth handover of relationships, institutional knowledge, and ideas to Component 3. FUTURE OPPORTUNITIES - FY 2018
The fast and flexible award mechanisms established through contract modification five will enable CVPP to develop and implement innovative quick impact activities that address secondary and tertiary prevention. CVPP will introduce or expand upon effective models for crime and violence prevention, which could include building upon the Cure Violence assessment conducted in FY 17 and expanding upon the YSET pilots underway, as well as piloting the bespoke violence prevention model that will be designed by Progressive Firm for three communities, and potentially expanding it to other applicable contexts. Strengthening CVPP`s relationship with the Mayor's Office of San Salvador could generate additional ideas for joint activities that would benefit the communities near the Cuscatlán Park, and possibly inter-municipal intervention ideas that might have a regional impact. Identify additional ways to increase the impact of the revitalization of the Parque Cuscatlán, which could provide an opportunity to facilitate community and police interactions to increase trust among them. Leverage new and innovative technologies to reduce violence and promote GBV, LGTBI and Human Rights awareness, as well as tolerance at the municipal-level. Identify and reach out to potential influencers that are not participating in the improvement of security, such as universities and private companies. With the new geographic focus on high risk areas near San Salvador, CVPP can pilot interruption models aimed at breaking cycles of violence. Assess for ways that CVPP can leverage its experience and partnerships to create regional impacts. 31 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc. ANNEXES
Annex 1 – Financial and Leverage Report Annex 2 – M&E Indicators and Target Table Annex 3 – Beneficiaries Table Annex 4 – Activities Report
32 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.
33 USAID: El Salvador Crime and Violence Prevention Project (CVPP) Creative Associates, International, Inc.